1. Governance Lisa Lugo Senior Vice President Strategic Operations
NYC Economic Development Corporation

2. Agenda Introduction What is governance and why is it needed?
Prioritization methodology
Implementing good governance
Critical success factors
Things to avoid
NYC IT Governance Model

3. Lisa Lugo
Senior Vice President for Strategic Operations, NYC Economic Development Corporation (current)
Assistant Commissioner, IT Strategic Planning and Communications, NYC DoITT ( )
Over 20 years in the technology industry

4. What is governance and why is it needed?
Governance enables an organization to make informed investment decisions, to ensure that resources are deployed in ways that will maximize value to the organization.
Governance consists of two primary elements:
Steering committee with decision-making authority
Prioritization methodology: weighing value vs. effort.
Governance creates an objective framework for decision-making, and helps to decrease the “squeaky wheel” syndrome.
Exceptions will never be eliminated, but governance helps keep them under control.

5. Prioritization Methodology
The method involves scoring projects by value vs. effort in a reasonably objective manner
Value relates to the benefits of a project. In the private sector this is the ROI.
Effort relates to the costs of a project including dollars, resources, and risk.

6. Prioritization Example
Evaluator enters scores here. The rest is calculated
Value and Effort are decomposed into a number of specific criteria. Each criteria is given a weight. The weights must add up to 100%.
Evaluators score a particular project against the criteria. This is multiplied by the weight to determine the total score.
Scoring can be done by multiple evaluators; the results are compiled into a total score for that project.

7. Prioritization example, continued
In this example:
Project X has 100% value and 20% effort and is plotted on the grid accordingly. Project X is high value and low effort. It should proceed.
Project Y has 48% value and 63% effort. It is low value and high effort. It should be reconsidered and/or stopped.

8. Implementing good governance
Start with identifying the organization’s business goals and priorities.
All stakeholders should participate in developing the process to ensure buy-in.
Clearly demonstrate the value of governance – the “WIIFM”. Examples:
It enables the business to effectively accomplish its goals.
IT has a clear direction on where to spend its resources to get the most value for the level of effort.

9. Critical Success Factors
Executive sponsorship is crucial.
Steering committee must have decision-making authority.
The process must include clear metrics, and real accountability.
It should be consistently applied to be considered credible.
The process should have flexibility so it can adapt to changing business conditions.
It should be well understood and accepted as part of the organizational culture.

10. Things to avoid
The key is to conduct “just enough” analysis to make a reasonable set of decisions.1 Avoid the following:
Analysis paralysis
Overly complex and time-consuming processes
Too much data
Conflicting processes
1 Adapted from Gartner, Inc.

11. NYC IT Governance Model
Decision-Making Bodies
Advisory Councils
Task Forces (illustrative)
Communication and Change Management
Mayor/Deputy Mayors
Technology Steering Committee
Executive CIO Council
IT Portfolio Management Advisory Council
Enterprise Architecture Board
Training
Document Management
Architecture Domain Teams
Workgroup
Business Direction
IT Vision
Requests for Sponsorship
Recommended Cross-Agency Initiatives
Requests for Analysis
Standards Approvals
Priorities
Charter and Objectives

12. Questions?